Beyond Diversity: A Roadmap To Building An Inclusive Organization

Beyond
Diversity
A ROADMAP A Report by Maya A. Beasley, Ph.D.
Associate Professor of Sociology,
TO BUILDING University of Connecticut
www.diversegreen.org
AN INCLUSIVE
ORGANIZ ATION
Beyond
Diversity
A ROADMAP TO B U ILDING
AN INCLUS IVE ORGANIZ ATION
A R E P O RT BY MAYA A . B EAS LEY, PH . D.

AS S O C I AT E P R O FES S O R O F S O C I O LO GY, U N I V E R S I T Y O F C O N N ECT I C U T
w w w.DiverseGreen.org
Many thanks to all of those who par ticipated in

sur veys and inter views. Your willingness to par ticipate
is a positive sign of your interest in diversifying this
sector and this repor t would not have been made
possible without you. And special thanks to all of
those involved in this work for lending their exper tise
and drive to see it to fruition.
TABLE OF CONTENTS
EXECUTIVE SUMMARY. . .............................................................................................. 2
INTRODUCTION......................................................................................................... 6
A REVIEW OF PRIOR RESEARCH................................................................................. 7

The Importance Of Diversity In Senior Leadership Positions.............................................. 7
INTERVIEW AND SURVEY RESULTS.............................................................................. 8

The Importance Of Defining Diversity................................................................................. 8
Diversity Matters................................................................................................................. 9
Diversity And Inclusion Initiatives....................................................................................... 12
Plans, Managers And Committees.........................................................................................13
Diversity Plans...........................................................................................................................................14
Diversity Managers..................................................................................................................................15
Diversity Committees..............................................................................................................................16
Mentoring Programs...............................................................................................................17
BEST PRACTICES FOR DIVERSITY AND INCLUSION. . ..................................................... 18

Integrate Diversity Into The Structure, Mission And Bottom Line Of Organizations........... 18
Demonstrating The Impact Of Diversity On The Bottom Line......................................................19
Employ Metrics To Identify Organizational Needs.............................................................. 20
Provide Mentoring Programs With Careful Matching And Monitoring............................... 21
Develop A Comprehensive Diversity Plan........................................................................... 21
Use Metrics To Attract Diverse Applicants.......................................................................... 22
Require Accountability And Provide Incentives.................................................................. 22
Recognize The Limitations Of Diversity Trainings............................................................... 23
Conclusion........................................................................................................................... 24
The Bottom Line.......................................................................................................................25
APPENDIX A: STUDY METHODOLOGY.......................................................................... 26

Sample Frame...................................................................................................................... 26
Study Design........................................................................................................................ 32
Interviews................................................................................................................................26
Surveys....................................................................................................................................26
Recruitment.......................................................................................................................... 27
Data Management And Analysis......................................................................................... 27
REFERENCES & FOOTNOTES....................................................................................... 28
BEYON D DIVERS IT Y PAGE 1 MAYA A . BEASLEY, PH . D.

EXECUTIVE SUMMARY
The increasingly diverse demographics of the United States

and the rising share of educational and consequent financial
capital possessed by people of color are beginning to force
organizations across sectors to rethink models of success
and how to ensure sustainability in the future. In the
environmental sector, organizations are turning attention
to diversifying management and leadership to better reflect
the constituencies they serve. In order to do this effectively,
mainstream environmental organizations must institute
readiness, recruitment, and retention (3Rs) practices that
integrate diversity, equity and inclusion into their mission
and work. In terms of diversity, equity and inclusion,
readiness refers to an organization’s capacity and
preparedness to foster diverse viewpoints, support
employees and partner organizations through inclusive
and equitable practices and culture. Recruitment means
the active procurement of diverse talent pools, and
retention means building meaningful pathways to promotion
and building affinity within the organization so that all
differences are valued. 3R best practices are the tools
by which an organization meets its diversity challenges,
especially at the highest levels, and transforms into
a truly inclusive work culture. 3R practices are critical to
organizations remaining relevant and developing sustainable
solutions to our most pressing environmental problems.

This Report Defining Diversity and Why it Matters
Research on readiness, recruitment, and retention practices When asked for the working definition of diversity used by their
among environmental NGOs and foundations has been limited, organizations, NGOs and foundations were either unable to cite
with virtually no examination of how these practices increase the definition or were unsure whether their organization used one.
diversity and which specific practices used by these Without a shared definition of diversity, it is clear why it would be
organizations are most effective. In this study, we examine difficult for NGOs and foundations to follow through on their
these practices, collected through 85 in-depth interviews and stated desire to diversify. In contrast, search firm consultants,
surveys with CEOs, COOs and HR Directors of major particularly at smaller firms, had very clear definitions of diversity
U.S.-based environmental NGOs and foundations. Where that were generally more sophisticated. Search consultants
appropriate, we also present relevant research from diversity agreed, for example, that filling one position with someone
studies outside the environmental movement. different than the status quo of an organization would not
diversify it.
A significant aspect of this research includes interviews with
consultants from blue chip and boutique executive search firms Regardless of how a firm or organization defined diversity,
identified as having been used frequently by environmental participants were clear about the benefits of diversity and why it
organizations in the recent past. Some analysis of that mattered. Several noted that diversity not only helps an
research is included here, and a more thorough examination of organization get rid of its blind spots and relate to the
executive search practices and their efficacy in diversifying the communities it serves, but also increases creativity and makes
C-Suites of environmental NGOs and their funders is captured good business sense. When it comes to the environmental sector
in a separate report, Diversity Derailed: Limited Demand, Effort broadly, at least 70 percent of representatives from NGOs,
and Results in Environmental C-Suite Searches (2016). foundations and search firms agreed that diversity could help:
• attack environmental problems from multiple perspectives;
• increase focus on environmental justice;
• help brand the movement by making it appear more

heterogeneous; and
• increase support for the movement by widening its constituents.
Participants were also asked about the challenges of diversity

and, overwhelmingly, NGOs, foundations, and search firms
agreed that diversity could lead to cultural misunderstandings.

Diversity Plans, Managers, and Committees
Despite the challenges to diversity, most NGOs and Despite the overall efficacy associated with these positions,
foundations were proactively engaged in at least one initiative however, only 26 and 13 percent of NGOs and foundations had
related to readiness, recruitment, or retention. Prior research diversity managers in place. Moreover, of the few organizations
evinces the positive effects that diversity managers, that had such personnel, the majority were relatively new
committees and plans have on increasing diversity in features, having been put in place within the last three years.
leadership within organizations. Research shows that diversity Because of the newness of the position, the responsibilities of
plans increases the odds of black men in management diversity managers appeared to be even more elusive than the
positions significantly. This same research indicates that content of diversity plans. Generally, managers are charged
designated diversity staff, such as a diversity manager or chief with creating or revamping diversity plans, determining what
diversity officer, has a greater impact than do diversity plans. diversity trainings are needed, acting as a liaison for diversity
However, research also establishes that diversity task forces or committee if one existed, and overseeing initiatives like
committees, ones comprised of division leaders from across an internships targeted at women or people or color.
organization, have even stronger effects on managerial
diversity than does the presence of a diversity manager Diversity committees or task forces were the most common
(Dobbin and Kalev 2007). That is, in terms of increasing people initiative taken by participating NGOs and foundations.
of color in leadership, while a diversity plan is nice, a diversity The charge of the diversity committees reported by study
manager is better, and a diversity committee is best. participants was the least developed aspect of these
initiatives, and none emphasized the importance of diversity
For the 39 percent of foundations and NGOs that had a plan in in senior leadership. However, research on for-profit
place, participants described diversity plans as rather vague organizations suggests that diversity committees are
instruments, consisting primarily of broad statements about generally charged with identifying remedial steps, overseeing
the need to diversify but without concrete goals, programming, diversity initiatives, and monitoring progress (Dobbin and
or incentives — positive or negative — for managers and staff Kalev 2007). If the leadership of an organization takes input
to comply. Among plans that were more developed, however, seriously, then the diversity committee is capable of being the
several trends emerged, they are: type of effective change agent that has long-term influence
on increasing diversity in management.
1. Ensure ownership of the plan throughout the organization;
2. H
old staff and managers accountable for achievement by
making it a part of annual evaluations;
3. Emphasis recruiting and ensure that the slate of candidates

identified was diverse; and
4. Measure diversity goals comprehensively.

Best Practices in Readiness, Recruitment, and Retention
The following recommendations are broader than those found
in prior research and are based on this study’s empirical
evidence. In order to implement effective readiness,
recruitment, and retention strategies, organizations should:
• Integrate diversity into the structure, mission and

bottom line: A culture of integration and learning should be
implemented where employees can contribute the insights,
skills, and experiences they have developed as members of
various cultural identity groups.
• Require accountability: Executive and senior management

should be responsible for ensuring diversity-related issues are
given attention, communicated down the line, and executed.
• Provide incentives: Incentive structures that require

cooperation produce results, as team membership becomes
more salient than demographic differences.
• Establish a diversity committee or manager: Diversity

managers and diversity committees must be senior level
positions or comprised of senior level employees so that
initiatives that address diversity issues are communicated,
accepted, and executed.
• Develop a comprehensive plan with evaluation:

Effective diversity plans and the programs related to
them should be based on concrete goals with ongoing
evaluations and feedback.
• Employ metrics to identify organizational needs: Metrics

should be used to track progress towards clearly defined goals
and request feedback to make refinements as time goes by.
• Use metrics to attract diverse applicants: Metrics convey

the emphasis an organization places on its diversification
and inclusion efforts. Messages expressing the desire of an
organization to target specific groups for recruitment due to
the value it places on diversity and diverse perspectives are
particularly effective.
• Recognize limitations of diversity training: The small body

of empirical research that does exist about diversity trainings
suggests that current practices are largely ineffective over
the long-term. Therefore, it is imperative to conduct needs
assessments to determine what content should be included in
training modules.

INTRODUCTION
America’s demographics are changing. By 2043, there will be no racial/ethnic group

that comprises a majority. For non-profits, this equates to a fundamental shift in the
donor base, constituents, and policymakers on which they rely. Successful
organizations will need to adapt their workforces to accommodate these changing
dynamics, and to do that leadership must begin to look more like other stakeholders.
Finding qualified leaders of color to fill these positions should not be difficult. The
changing demography of the United States are concurrent with an increase in the
educational qualifications of people of color. Between 2010 and 2016 alone, the
percent of people of color1 age 16 and above with at least a bachelor’s degree
increased from 14% to 16%, and went from representing 23% to 27% of degree
holders. Yet despite the increasingly high number of well-educated people of color,
diversity among management and leadership across sectors and industries remains
negligible. In 2012, for example, 68% of U.S. companies had executive management
teams that were at least 90% white (Hunt, Layton and Prince 2012). And although
otherwise progressive, the environmental advocacy sector is predominantly led by
white men. As of 2014, only 3% and 13% of the top three positions2 at environmental
NGOs and foundations respectively were held by people of color (Taylor 2014).
An abundance of research produced over the past twenty-plus years has demonstrated
the benefits of diversity for organizations, including improved problem-solving (Antonio
et al 2008) and creativity within teams (McLeod and Lobel 1992), as well as expanded
customer bases and greater market share (Herring 2009). The persistent homogeneity
of organizations in the face of an increasingly strong business case for diversity,
however, suggests that part of the problem may be a fundamental lack of awareness
about how to increase and maintain diversity, particularly at upper levels. Indeed,
while NGOs and foundations have blamed a lack of job openings for their slow rate of
racial diversification, most environmental organizations made hires between 2011 and
2014 and only 13% and 17% were people of color (Taylor 2014).
Prior research on lack of organizational diversity has focused primarily on the

educational pipeline as well as organizational cultures and discriminatory hiring
practices for entry and mid-career positions. It offers little information about what
occurs at more senior levels and does not provide concrete, empirically based
recommendations on how to change institutional dynamics and demographics.
This study investigates the ways in which NGOs, foundations, and search firms
approach diversification and inclusivity at the senior levels and how specific actions
impact their efforts to recruit and retain diverse talent. The following report has two
components. First, it examines the attitudes towards diversity, and the diversity and
inclusion efforts of mainstream environmental NGOs and foundations, as well as the
search firms them employ. Second, it presents a best practices guide for diversity and
inclusion relying on the interviews and survey results coupled with extensive academic
research on diversity efforts.

A REVIEW OF PRIOR RESEARCH
The Importance of Diversity

in Senior Leadership Positions
Since the early 1990s, leaders of environmental organizations
have articulated a desire to diversify, yet minimal progress has
been made, especially at the top (Taylor 2014). This is not only
emblematic of a lack of racial equality within the environmental
advocacy sector, but it overlooks the significant body of
social science research that demonstrates diversity is highly
beneficial to individual employees, work groups, and
organizations as a whole.
Research demonstrates that diverse leadership is associated

with a number of organization-wide advantages. Most germane
to the non-profit sector, past studies show that organizations
with diverse senior personnel and boards tend to have stronger
social governance performance (Soares, Marquis and Lee
2011; Brown, Brown and Anastasopoulos 2002), more
customers, greater market share (Herring 2009) and are more
innovative (Miller and Triana 2009). Diversity in leadership
is also an important antecedent to increasing diversity at
different levels. Organizations that are diverse at upper levels
have been shown to have employees that act against biases
in their workplace interactions (Gelfand, Nishii, Raver and
Schneider 2007), while the proportion of people of color in top
management has a positive effect on the odds of subsequent
hires of women and people of color to lower level management
positions (Dobbin and Kalev 2007).
The advantages to employees of working in a diverse

environment include greater intellectual engagement and
motivation (Gurin 1999), improved problem-solving abilities,
heightened cognitive functioning (Gurin, Dev, Hurtado and
Gurin 2002; Chang, Astin, and Kim 2004; Lising et al 2004;)
and lower intergroup anxiety (Levin, van Laar, and Sidanius
2003). Diversity is also associated with improved team
problem-solving abilities (Antonio et al 2008). In particular,
diverse working groups tend to make more cooperative choices
(Cox, Lobel and McLeod 1991) and produce higher quality,
more unique ideas (McLeod and Lobel 1992). As Page (2007)
points out, innovation is dependent not only upon collective
ability but also upon difference: “If people think alike then
no matter how smart they are they most likely will get stuck
at the same locally optimal solutions. Finding new and better
solutions, innovating, requires thinking differently. That’s
why diversity powers innovation.”

INTERVIEW AND SURVEY RESULTS
The Importance of Defining Diversity

Understanding how different stakeholders define and In contrast, search firm consultants, particularly those at smaller,
understand diversity is an important first step in identifying the boutique firms, had very clear definitions of diversity that were
leaks and blockages to changing the racial composition of generally far more complex. One consultant described three
environmental NGOs and foundations. When interview different facets of diversity his/her firm used:
participants were first asked for the working definition of
diversity used by their organizations, most were either unable to We think of diversity in three ways: demographic di-
cite the definition or were unsure whether their organization versity, experiential diversity and cognitive diversity.
used one. As the CEO of a foundation pointed out, this was So, the demographic of course is race, gender, sexu-
rather perplexing since his/her3 organization and several others al orientation, religion… which obviously is quite re-
that did not have a working definition of diversity but did have a lated to experiential diversity: how people experi-
diversity task force and other diversity initiatives: ence the world and what just what you’ve done in
your life. What kinds of environments did you work in,
We actually don’t [have a working definition of diver- that kind of thing. And then cognitive is how people
sity]. It’s an interesting thing. We haven’t defined it think in different ways or communicate in different
on paper but it would make a big difference. We ways. There are all related, right? We try to look at
have a diversity and inclusion task force. We talk these things together but separately as well.
about getting diverse people in the room and making
sure everybody room feels like they matter and Other search consultants noted that the definition of diversity
they’re included, but we don’t have a definition. changed from search to search depending on the client and their
current organizational demographics. One asserted,
Likewise, the CEO of an NGO pointed out that,
We really define diversity pretty much in the context
It’s mildly problematic how we talk about [diversity] of each particular search, because it depends on the
because I think it’s just sort of used as a really gener- client and their goals and where they’re located. And
ic term and a lot of people import different values [given] what their workforce looks like, diversified
from it. So, we need to talk about it much differently. might look different from place to place. So I would
It should be more specific. say with each search there might be a different defi-
nition of diversity.
Indeed, as became evident throughout the interviews, without a
shared definition, it was difficult for organizations to follow One thing all search consultants seemed to agree upon was that
through on their stated desires to diversify. Ultimately, most regardless of how diversity was defined — whether in general or
respondents from NGOs and foundations provided the definition for a specific search — filling one position with someone
they believed their organization would use if they were defining different than the status quo of an organization would not
diversity explicitly and, in most cases, that referred to diversify it and that such efforts were bound to fail in the long
demographic diversity — race and gender primarily, with the run. As one consultant put it:
occasional nod to sexual orientation.
The idea of fixing a diversity problem through a sin-
gle search is a problem in itself. I feel like many of the
organizations I’ve dealt with are trying to fix a histor-
ical long-term organization-wide problem through
like one senior leadership search and I think that’s a
problem that hinders a lot of organizations.

Diversity Matters
Regardless of how a firm or organization defined, or did not And finally, a small number of organizations focused on the
define, diversity, participants had very clear beliefs about the business case for diversity. The CEO of one NGO pointed to both
benefits diversity could bring to an organization. Some, like the the short and long-term implications of a diverse organization.
CEO of a foundation, noted the importance of diversity to
providing different perspectives: In one way, it’s about making sure that we are able to
address any challenge or questions or request for
You get rid of your blind spots. When you have peo- solutions that come — we’re in a problem solving
ple who all — they say or have the same life experi- business. And if your ability to be successful is based
ence, you are blind to what they don’t know about. on creativity or thinking differently then being orga-
Because no matter how culturally sensitive you think nized differently and structured is part of that.
you are, you grow up with a certain set of cultural
assumptions. If you think about this issue in a longer-term, broader
perspective, the face of this country is changing.
Others, like the HR director of another NGO explained that We’re becoming blacker and browner, more urban,
diversity fosters creativity: and those trends will accelerate. If we think about
relevance going forward; if we think about political
I think workplace, culture and what happens in the support going forward; if we think about financial
workplace, I think that you get more creativity and support going forward, then it’s hard to see how we
you get more under — you get a better flexibility survive without engaging a majority of Americans.
about difference and difference of opinion. When Staying relevant, part of that is having the diversity
you have a kind of monoculture, anything that varies of perspectives to be able to thrive in a changing
from that is hard. And when you have more diversity, country.
there’s more room for all kinds of ideas and opinions
and experiences. He/she went on to assert that many of his/her colleagues were
still looking at diversity as an issue of equality rather than a
A third line of reasoning was that a diverse workforce, business necessity:
particularly at senior levels, helped their organizations relate to
the communities they served. One CEO, for example, stressed I would argue very strongly that most people right
the need for cultural competency: now are thinking “oh, we’ve got to diversify. Well,
why? Because it’s the right thing to do.” But they’re
It’s about inclusion for us. We see increasingly the not thinking about the business implications for
changing demographics related to the kinds of poli- what’s important to do, how to sequence that, how to
cy changes that we want to see implemented…. It do it appropriately. And that’s endemic of the
helps if your organization reflects the demographics non-profit field. Non-profits are primarily staffed by
that you’re trying to reach. You get more sensitive. people with big hearts and big visions and very little
Issues of sensitivity and cultural competency really business sense. And I think that has got to change.
come into play if you look like the community that
you’re trying to participate in. Participants in the survey and interviews also provided yes/no
responses concerning the potential benefits of diversity to
organizations. As demonstrated in Figure 1, participants
overwhelmingly believed that diversity increases creativity and
social responsibility within an organization. Well over 50 percent
of participants also believed that diversity would improve
management/employee relations and promote a more genuine
meritocracy. Sixty percent of NGOs and search firm
participants, but slightly less than 50 percent of foundations
believed that diversity would increase productivity.

FIGURE 1: REPORTED BENEFITS OF DIVERSITY TO ORGANIZATIONS Foundation NGO Search Firm
100
90
80
70
60
50
40
30
20
10
0
Increased Increased More Genuine Better Mgt. Additional Appear More Connected None
Creativity Productivity Meritocracy Employee Relations Fundraising Networks to Communities
Participants were also asked about the benefits diversity could A CEO from another organization elaborated on the effort it
bring to the environmental sector. As Figure 2 demonstrates, takes to be inclusive:
most participants believed that diversity would increase the
focus on environmental justice; widen the sector’s constituency; It’s easier sometimes to put together a homoge-
help attack environmental problems; and get marginalized neous group because you know you all get the same
communities more involved. Despite the general agreement, jokes and you just have a common cultural frame of
however, there was significant disagreement regarding whether reference which allows you to do shorthand. So
diversity could get marginalized communities involved in when you are building a diversity inclusive work-
environmental advocacy. While 86 and 91 percent of search place, you have to intentionally work on it. It’s slow-
firm and NGO participants respectively agreed, only 68 er at first because you have to work really hard
percent of foundations did so. build a culture. But I think once you have done that
initial work, you can move much faster… I think if
Diversity was also seen as having a number of challenges that you’re someone who’s afraid of change or afraid of
may help explain the slow movement to diversify among being pushed, diversity is hard because it inherent-
environmental NGOs and foundations. Only 31, 41 and 31 ly pushes you, but if you build a culture where learn-
percent of foundations, NGOs and search firm representatives ing and growing is a priority, then diversity be-
agreed that there were no challenges to diversity, respectively. comes, once again, an asset.
As Figure 3 shows, well under 20 percent, and often under 5
percent of participants from each type of organization agreed Similarly, another CEO noted,
that having a diverse staff requires organizations to protect
themselves legally; it is difficult to achieve diversity without Let’s just say that it takes deliberate work. I like to
losing quality in the workforce; diverse hires often have a higher think of diversity work and increasing diversity as
turnover rate; it is difficult to have cohesive diverse working something that takes a lot more effort on the front
groups; or that staff diversity can dilute the mission of an end and then once people are actually used to it
organization by increasing the number of issues on which they and comfortable with it, then it becomes much
focus. Yet 63, 40 and 50 percent of foundations, NGOs and more natural and people can see the benefits and
search firm participants agreed that diversity could lead to feel the benefits. But I think at the front stages it
cultural misunderstandings. isn’t just throw everybody in and things will be fine
or you can all of a sudden just recruit a bunch of
As one HR director pointed out, diversity requires people to be people that you were not previously recruiting or
open to understanding and appreciating different perspectives: hiring or retaining.
I think there are always challenges, right? It’s one

thing to be diverse; it’s another thing to be inclusive:
being able to be inclusive of divergent viewpoints or
different backgrounds and experiences takes more.

FIGURE 2: REPORTED BENEFITS OF DIVERSITY TO THE ENVIRONMENTAL SECTOR Foundation NGO Search Firm
100
90
80
70
60
50
40
30
20
10
0
Increase Focus on Get Marginalized Widen Brand Movement Attack Environmental None
Environmental Justice Communities Involved Constituency More Heterogeneous Problems on Multiple Fronts
FIGURE 3: REPORTED CHALLENGES OF DIVERSITY TO ORGANIZATIONS Foundation NGO Search Firm
100
90
80
70
60
50
40
30
20
10
0
Lead to Cultural Requires Legal Lose Quality Difficult to Diverse Hires Have Dilutes Mission None
Understandings Protection in the Workforce Have Cohesive Higher Turnover Rate of Organization
Working Groups
These responses provide some insight into the reluctance some

leaders might have to diversifying. That is, those who did not
believe the benefits of diversity outweigh the challenges, and
those who did not want to or were unaware how to overcome
certain challenges may well deprioritize diversifying, especially
at the senior level. As one search consultant noted,
The bridge of moving from intention to action is one

of the underlying problems - that every organization,
mine included, struggles with. I think there’s a wide-
spread acceptance or belief that diversity is import-
ant and can help everyone achieve their missions,
but I think there’s an equally widespread total lack of
understanding about actionable steps you can take
to achieve itt.

Diversity and Inclusion Initiatives
Despite disagreement between NGOs and search firms over The existence of these initiatives can be taken as a very
the cause of their troubles diversifying, most organizations positive sign of organizational willingness or desire to
were also proactively engaged in at least one initiative related increase diversity among its leadership. However having these
to diversity readiness, recruitment or retention. As shown in types of initiatives in place without an accurate
Figure 4, the three most common initiatives in this sample were understanding of the factors halting diversity or how these
a diversity committee, internships, and a diversity plan. initiatives concretely impact them may diminish the chances
for success. Indeed, none of the representatives interviewed
could identify any effective metrics associated with their
FIGURE 4: DIVERSITY INITIATIVES Foundation NGO initiatives. One executive director of an NGO did note plans
EMPLOYED BY ORGANIZATIONS for monitoring progress:
100
It’s going to essentially be a sort of monitoring com-

90
ponent involving a combination of statistical analy-
80
sis. We’ll do an annual survey of staff and see
whether our numbers are changing. And then we’ll
70 do annual anonymous survey of staff to get con-
cerns and see if we’re improving.
60
50
While this is a step in the right direction, this CEO did not,
however, tie the monitoring to any specific initiatives.
40
Surprisingly, several CEOs — organizational leaders who are

30
purportedly forerunners of diversity efforts — had difficulty
recalling specifics about what diversity initiatives were in
20
place in their organizations. One executive director of an
10 NGO responded enthusiastically, “Oh! My goodness!
Tremendous benefits” to the question, “what benefits, if any,
0
None Mentor Internship Div Div Diversity do you think come from diversity within your organization?”
Committee Plan Manager and went on to enumerate quite a few. Yet when asked
whether the organization had specific diversity initiatives in
place, he/she could only answer with certainty about two of
the five (listed in Figure 4). Of those two, the one for which
he/she responded most assuredly was an internship program
aimed at undergraduates. He/she was unaware of anything in
place for advancing mid or senior level staff.

Plans, Managers and Committees
Previous studies evince the positive effects that diversity Fifty-nine percent of NGOs and foundations in this study
managers, committees and plans can have on increasing identified themselves as having a diversity manager, committee
diversity in leadership within organizations. Longitudinal or plan. However, what those looked like varied among
research show that after employers create “affirmative action” organizations, and most importantly for this report, very little of
or “diversity plans” the odds of black men in management the work or content involved was directly related to diversifying
positions increases significantly but has no effect on black senior leadership, hence the positive effects shown in prior
women (Kalev, Dobbin and Kelly 2006; Dobbin and Kalev 2007). research may not extend to the environmental sector. In some
This same research indicates that designated diversity staff, cases, having a very small organization was identified as the
such as a diversity manager or chief diversity officer, has a reason for not having anything in place. It is hard to imagine
greater impact than do diversity plans. Employers with full-time having a diversity committee or manager with a total staff under
diversity staff have seen significant increases in the odds of 30 and no intentions to grow. However, most of the organizations
women and minorities (of both genders) being placed in that participated in this research are not that small.
management positions (Kalev, Dobbins, and Kelly 2006). As
Dobbins and Kalev 2007 point out, “it helps to have a plan, but it
is better to have a full-time staff person devoted to equity.”
However research also establishes that diversity task forces or
committees, ones comprised of division leaders from across an
organization, have even stronger effects on managerial diversity
than does the presence of a diversity manager (Dobbin and
Kalev 2007). That is, in terms of increasing people of color in
leadership, while a diversity plan is nice, a diversity manager is
better, and a diversity committee is best.

Diversity Plans Making attainment of whatever goals were set an implicit part
of managers’ annual evaluations and holding staff
Only 39 percent of foundation and NGO organizations
accountable was a second common component of more
reported having a diversity plan in place. In some cases,
developed plans. The CEO quoted above went on to explain
plans had been around for over ten years, often having
that:
undergone multiple revisions or reanimation (in situations in
which they had simply existed on the books but had not been
Part of what we’re doing now is trying to create D&I
acted upon), and in other cases the plans were relatively new
specific goals that bubble up to the overall D&I goals
initiatives, often having been launched within the previous
for the organization. That is certainly a part of the
three years. In a number of cases, participants described
departmental leaders’ evaluation. [For] 2016 we are
diversity plans as rather vague instruments, consisting
making sure that each departmental leader has
primarily of broad statements about the need to diversify
some level of D&I goals in their own departmental
but without concrete goals, programming, or incentives —
goals and may hold their staff accountable for work-
positive or negative — for managers and staff to comply.
ing as again as advocates within the organization
whether they serve on the [diversity committee] or
Among more developed plans, several trends emerged. First,
not but just being a staff person at this organization
there was a recurrent focus on ensuring ownership of the plan
and having the responsibility of being held account-
throughout the organization; each department or program set
able for meeting the departmental set of goals for
goals and was responsible for reaching them. The COO of one
D&I. We will be working with the departments to
NGO described the purpose of doing so in his/her organization:
make sure that they each have a clearly qualified set
of D&I goals for that department, that all departmen-
[To ensure] that each department owns and has an
tal staffers are held accountable for it.
expectation of living out the principles of diversity
and inclusion, from recruitment to vendor procure-
The executive director of another NGO explained how they
ment to advocacy in all of the communities. And that
had gradually made diversity and inclusion a part of staff
they have specific expectations and goals associat-
evaluations from the top down:
ed with how does D&I (diversity and inclusion) reflect
itself within your department. If we don’t have very
We haven’t set a bonus system actually but these
clearly defined D&I expectations and we don’t have it
are key performance indicators that staff have, so,
cascading down to all the various departments, or
it’s factored to their overall evaluation at the end of
various business units, and then naturally the inde-
the year. Over the last few years, what we’ve done
pendent staff personnel, then we won’t ever realize
is we pushed it down into the organization, so that
the vision of D&I for this organization.
started with executive team then it went to senior
managers and then all managers. Next year, we’re
doing all staff.

A third feature of more developed diversity plans was an Diversity Managers
emphasis on recruiting, and ensuring that the slate of
Management experts have consistently contended that if an
candidates identified was diverse. One HR manager from an
organization intends to accomplish a goal, it must make
NGO explained,
someone responsible for doing so. Hiring a diversity manager
or director should make someone responsible for increasing
You’ve always been required to have an expansive
diversity and inclusion within an organization by, among
search, but now you’re being measured on whether
other things, examining workforce data to identify whether
that’s happening. Candidates are being pushed
the policies and programs put in place to do so are effective,
back if the search was not expansive, so you’re not
and by advising the organization and helping establish
allowed to hire without an expansive search.
initiatives to ready, recruit and retain people of color at all
levels of the organization (Dobbin and Kalev 2007).
What was consistently missing in all of the diversity plans
described by participants was how diversity goals would be
Only 26 and 13 percent of NGOs and foundations had
measured comprehensively. This is similar to the corporate
diversity managers in place. Moreover, according to data
sector, which has been criticized repeatedly for doing little to
gathered from the interviews, of these few organizations that
measure efficacy aside from tracking basic hiring, promotion
had such personnel, the majority had only been put in place
and turnover rates. In the case of the environmental sector,
within the last three years. Further, in most cases, interview
this is particularly problematic. Although 85 percent of NGOs
participants (HR managers, COOs and CEOs) were uncertain
and foundations reported tracking the race of hires, less than
what the job of diversity manager encompassed. Generally,
half of organizations (38 and 47 percent) tracked race in
however, it appears that these personnel are often charged
retention of recent hires or job leavers (at any point in their
with creating or revamping diversity plans (if an organization
careers). According to research by the Corporate Leadership
had or planned to have one); determining what sort of
Council (2005), a lack of sophisticated metrics for success of
diversity trainings, if any, would be provided to staff; and
diversity programming prevents organizations from
acting as a liaison or manager for the diversity committee if
identifying and understanding their progress against the
one existed. Diversity managers also oversaw the
goals they set in their diversity plans and from driving
management and inception of other initiatives like internships
persistent improvement long-term.
targeted at women or minorities, or fellowships for recent
graduates.
As of 2015, very little of what diversity managers did was

directly related to increasing diversity of at the senior or
mid-career levels, and as discussed previously, most
organizations did not keep metrics on their hiring or retention.
As shown in Figure 5 although most organizations tracked the
racial demographics of staff, regardless of a whether they
had a diversity manager, organizations with a diversity
manager were far more likely to track the race of hires and
less than half of organizations with or without diversity
managers tracked race in retention or job leavers. Hence,
there is evidence that having a diversity manager in the
environmental sector is associated with some increase in
maintaining metrics, but not consistently or comprehensively.

Diversity Committees The charge of the diversity committees reported by study
participants was the least developed aspect of these
Diversity committees or task forces were the most common
initiatives, and none emphasized the importance of diversity
initiative taken by participating NGOs and foundations
in senior leadership. Indeed in a few cases, the diversity
(53 and 44 percent), and they were also the most vague and
committee itself was not demographically diverse due to a
varied entities described by HR Directors and CEOs. Some
lack of people of color at higher levels in the organization.
organizations had diversity committees comprised of dozens
Research on for-profit organizations suggests that diversity
of staff members at all different levels of an organization
committees are generally charged with identifying remedial
while others, even those with hundreds of employees,
steps, overseeing diversity initiatives, and monitoring
were comprised of only a few senior staff. In some cases,
progress (Dobbin and Kalev 2007). The CEO of a foundation
organizations sought to have representation from each
described its diversity task force as partially responsible for
unit or division, while this was not a factor in the composition
two of those three things: overseeing initiatives — in this case,
of other task forces.
diversity trainings — and monitoring progress. He/she
explained,
FIGURE 5: TRACKING DIVERSITY
WITHIN ORGANIZATIONS BY Primarily, what we do is we survey the staff or where
PRESENCE OF DIVERSITY MANAGERS they feel their areas they need to grow their skills,
and we design a staff-wide development plan to help
Organizations with Organizations without
Diversity Managers Diversity Managers build the skills of the staff on the issues of inclusion.
So for instance, we did Racism 101. We did Gender
100
Identity 101, and these are specialized trainings for
the entire team on topics that the teams said, “I’d
90
really like to understand this topic better.” That’s
80 been the main function of the task force. Plus we did
establish a D&I dashboard this year, where we’re
70
looking at the percentage of staff that are people
color, the percentage that are LGBT, the percentage
60
that identify as women, the percentage that are US-
50 born, and we also measure our board on these attri-
butes. So every year we will get data, and we can see
40 those trends that were encouraging or disparaging.
30
He/she went on to describe how one of the initiatives of the
20 task force had been put into action by the executive
leadership in 2016.
10
This year, we are going to use a recommendation of

0
Staff Hires Retention Job the task force; we’ll be incorporating in our profes-
of Recent Leavers
Hires sional development goals a cultural competency de-
velopment goal. Because some people might be very
familiar with LGBT issues but might not know much
about disability. So they’re supposed to identify
where they most need to grow and set goals and a
plan for how they’re going to develop their cultural
competency at that area.
In this case, it seems the diversity task force had a clear

mission and that the leadership of the organization took their
input seriously, making it capable of being the type of
effective agent of change identified by research on corporate
diversity as having a long-term influence on increasing
diversity in management.

Mentoring Programs
Internships are not typically thought of as being beneficial to The problem with voluntary matching is that individuals have
increasing diversity among senior staff in the short term, but preferences for working with and helping people they believe
across industries and sectors, they have been accorded are like themselves, often along racial and gendered lines
special status by executives for “building the pipeline” where (Gorman 2005). They often do this unconsciously (Dovidio et
a shortage of talent is commonly perceived. In this study, 19 al 1997). As a result, women and people of color are often
and 47 percent of foundations and NGOs identified unable to penetrate the networks of the white male dominated
themselves as having some sort of internship program. groups or organizations and miss out on important
Although the majority were focused squarely on college opportunities and resources (Seidel, Polzer, & Stewart, 2000).
students, a few of the organizations offered fellowship Thus, relying on informal mentoring as a mechanism to
programs to graduate students or mid-career professionals. advance mid-career staff to senior positions is unworkable.
One foundation [whose executive director was interviewed] Recognizing that informal mentoring is not always an option,
offers a one-year fellowship to three individuals with a some of the organizations in this study required assigned
six-figure salary to pursue a project targeted at the pairing. For example, the CEO of a foundation explained their
environment or the other area of focus funded by the mandatory buddy system:
organization. Fellows are generally recent graduates.
Although not specifically designated for people of color, the Everyone who is hired is assigned a buddy. We all
majority of their fellows have been non-white, due in part to a know that the real issue around diversity is what’s
strong message included in the online introduction to the not said; it’s the spoken cultural rules. And the pur-
fellowship regarding diversity. pose of the buddy is to be a cultural translator for
the new employee so that they understand our cul-
Unlike internships and fellowship programs that typically ture. They understand why things happen the way
focus on entry-level positions, mentoring has been lauded as they happen because it’s always the unspoken that
capable of assisting staff move up the hierarchy at all levels. is the problem.
Prior studies indicate that mentoring programs have a
positive impact on women and racial minorities moving into Hence, while having an informal mentor that wishes to help a
management positions. The assumption is that these fellow employee because they feel some sort of bond, whether
relationships connect aspiring managers with people who can real or imagined, may be preferable, organizations with
help them by providing them advice and connecting them mentoring programs that keep diversity as a priority must, and
with jobs (Dobbin and Kalev 2007). in some cases already do, realize that is not always possible.
Despite the general recognition within the business world that

mentoring is effective, both as a tool for individual mobility
and as a mechanism to increase diversity at upper levels
within an organization, it was the program least used by the
environmental organizations sampled. Only 11 and 19 percent
of NGO and foundation representatives, respectively
acknowledged having a formal mentoring program, and none
of them were targeted specifically at upper levels or at people
of color. Some organizational representatives suggested part
of the reason they did had not implemented a mentoring
program was their belief that forced mentoring does not work.
One NGO executive director asserted,
We don’t have a formal mentoring program. And we

have a whole series of vehicles for leadership devel-
opment among our young and mid-level profession-
als. But this is my own feeling: forced mentoring pro-
grams are a farce. Mentoring happens when you like
me and I like you. You have more experience than I do.
And you’re a good fit. I’m comfortable with you and
you are comfortable with me. Those types of mentor-
ships are enormously positive and productive and
we have a lot of that that happens.

BEST PRACTICES FOR DIVERSITY AND INCLUSION
Integrate Diversity Into the Structure, Mission and Bottom Line of Organizations
Diversification in organizations is not always successful. To successfully implement an integration-and-learning
As several participants pointed out in the section on “Diversity framework, Thomas and Ely (1996) recommend the following
Matters,” diversity and inclusion must be deliberate and preconditions be met by an organization:
thoughtful. A carefully configured organizational environment —
one that is supportive of diversity as a concept and of diverse 1. L eadership must accept and value that a diverse
workers — may need to be implemented before the benefits workforce will bring a diversity of perspectives and
of diversity can be actualized (Dahlin, Weingart and Hinds approaches to work.
2005). In particular, diversity is most accepted when it is both
structured and informally integrated into an organization 2. L eadership must be committed to persevering in the face
(Cox and Tung 1997). of inherent challenges that these different perspectives
and approaches will bring to an organization.
One framework for accomplishing this that has been applied
with considerable success in the corporate sector is 3. There must be an expectation of high performance from
integration-and-learning within an organizational culture. This everyone.
framework emphasizes the “insights, skills, and experiences
employees have developed as members of various cultural 4. The organization should design jobs that allow people to
identity groups,” and encourages workers to learn from grow and be educated.
divergent viewpoints and approaches. In this case, a diversity
of demographic or cultural backgrounds are considered 5. Openness and tolerance for debate must be encouraged
“valuable resources that the work group can use to rethink its by the organizational culture.
primary tasks and redefine its markets, products, strategies,
and business practices in ways that will advance its mission” 6. All workers must be made to feel valued and empowered.
(Ely and Thomas 2001, p. 240). Moreover, because people
from different backgrounds are able to bring more of 7. T he organization must have a clear and well-recognized
themselves to their jobs, groups that are underrepresented, mission which includes diversity.
such as people of color, report feeling more respected, and
organizations have an easier time attracting and retaining 8. T he organization must be structured to promote the
highly qualified professionals (Thomas and Ely 1996). exchange of ideas and welcome constructive challenges
as a part of its culture.
As noted, leadership must convey strong support for this or

any other framework used to make diversity part of the
culture and strengths of an organization. Indeed, the factor
more strongly related to the efficacy of diversity initiatives is
the perception that leadership supports it (Rynes and Rosen
1995). Arguably, having a leadership team that is itself
racially diverse is perhaps the most powerful way of
expressing this commitment (Jayne and Dipboye 2004).

Demonstrating the Impact of Diversity on the Bottom Line
Connecting diversification to organizational results can be the The COO of an NGO reflected upon the response to recent
foundation of success. In order for effective, long-term change senior diverse hires made by his/her organization:
to occur, all stakeholders must recognize and embrace the
business case for change, and that business case must be When [Chris] started bringing in all these things that
tailored to the specific work of an organization (Jayne and [he/she] did with [his/her] previous organization and
Dipboye 2004). For example, research on the banking industry similar roles to this organization to advance objec-
(Richard 2000) established a positive association between tives, metrics, etcetera, people were like, “Wow! So
racial diversity and firm performance in institutions pursuing a these folks are on point.” So when performance and
growth strategy. In this case, the insight and cultural sensitivity change in culture are aligned, it broadens or increas-
provided by people of color could be a strategic asset to es the willingness to take that additional step to try
organizations entering new markets. to find [more diverse leadership]. It actually works.
So now when [Chris] says in a staff meeting or some-
thing, “This is what we need to do regarding diversi-
ty,” and they (other staff) get the data or a best prac-
tice, benchmark, or something like that, then they
feel like, “Okay, we have the assurance that this is
something that actually makes business sense. It ac-
tually, it increases our effectiveness.”

Employ Metrics to Identify 2. R
eview of Diversity Initiatives
Organizational Needs a. Inputs (e.g. the number of events sponsored,

Because there is no one-size-fits-all strategy to increase and available mentors, outreach programs, budget of
retain diversity, particularly at the senior level, diversity the diversity manager and/or committee, the
initiatives must be carefully tailored to the organization, number of diversity trainings).
taking into account the mission, work products, current
organizational culture, and demographics. A needs b. Outputs (e.g. the number of individuals who
assessment of employees and senior staff as well as an actively participate in a mentorship or buddy
evaluation of current interventions can help ensure program, the number of individuals who attend
organizations select programs and policies that are well sponsored events, the number of individuals who
suited to what they are trying to achieve (Jayne and Dipboye participate in career coaching or learning
2004). Metrics should be used to track progress towards opportunities, the number or amount of time
clearly defined goals and request feedback to make individuals spend on diversity trainings).
refinements as time goes by (Rice 2012).
c. O
utcomes (e.g. promotions and salary increases,
The following is a list of suggested measures organizations attitudinal changes about diversity, attitudinal
should gather at regular intervals: changes about the organizational culture, specific
actions taken by senior leaders and managers to
1. Cultural Audit promote diversity and inclusion).
a. The current demographic composition of an d. The relationship between outputs and outcomes
organization at different levels and within for different demographic groups:
different units, departments or components.4
i. P
erhaps most importantly,
b. Employee attitudes regarding diversity separated longitudinal data and evaluations of
out by demographic categories. these programs must be collected.
This enables evaluators to assess the
c. W
orkforce flow including hires, turnover rates, direction of causality and establish
promotion rates. whether their programing was,
indeed, responsible for specific
d. Employees utilization and/or awareness of outcomes (Leggon 2010).
resources (e.g. formal or informal mentoring,
participation in affinity groups, participation in ii. F
ormative evaluations, those made
professional education or coaching). in the midst of programming, can
provide feedback to facilitate
e. A review of complaints and legal activity changes to enhancing outcomes.
regarding employment practices.

Provide Mentoring Programs with Develop a Comprehensive
Careful Matching and Monitoring Diversity Plan
Prior research shows that biases within organizations can Effective diversity plans and the programs related to them are
have significant effects on the salaries and promotion based on a foundation of concrete goals with ongoing
potential of people of color (Roth 2004) by disadvantaging evaluations and feedback. Goals, such as those memorialized
their access to resources and opportunities associated with in diversity plans, affect performance through three main
mentoring. Because most high-ranking positions are mechanisms (Locke and Latham 2002):
dominated by white men — many of whom express a
preference for working with other white men — people of color 1. G
oals direct attention and effort toward relevant
often find it difficult to find a mentor who can and/or is willing activities.
to offer important career related advice and access (Burke,
McKeen and McKenna, 1993; Whitely, Dougherty and Dreher, 2. G
oals serve to energize individuals and organizations.
1991; Dreher and Cox 1996). More aggressive goals lead to greater effort than do less
aggressive goals.
Carefully crafted mentoring programs for employees at all
levels can help ensure that people of color are not overlooked 3. Goals indirectly affect action by leading to the
and further restrained by the absence of powerful network stimulation, learning and use of strategies.
tools. This requires ensuring the following:
Regardless of the specific goals, they should be based on a
1. E
mployees of color are aware that a mentoring program comprehensive assessment of the organization (such as a
is available to them. cultural audit as recommended above) and translated into
tangible targets that can be evaluated over time (Jayne and
2. P
otential mentees are provided with mentor options, Dipboye 2004). These goals should be buttressed with a
specifically, employees senior to themselves and are in clearly articulated justification that legitimizes the efforts,
their same vocational field (e.g. attorneys should be and provide meaning and significance to current racial and
matched with attorneys, scientists should be matched gender patterns in an organization (Sturm 2001).
with scientists, program managers should be matched
with program directors, etc.). The following elements listed in Table 1 are recommended for
inclusion in an organizational diversity plan:
3. Mentors and mentees be provided with clear guidelines
about the role and structure of the program. TABLE 1:
RECOMMENDED DIVERSITY PLAN ELEMENTS
4. A reporting program is in place (preferably a form of
electronic tracking) that monitors meetings and the COMPONENTS
overall relationship between the pair. The system should
automatically alert whomever is tasked with overseeing A message(s) or foreword by organizational leaders stating
the mentor program if meetings are infrequent or do not the purpose of the diversity plan and how it fits into the mission
of the organization.
follow guidelines.
An explanation of the business case for diversity and inclusion
specific to the organization.
A statement regarding the importance of moving beyond

compliance with state and federal regulations in order to ensure
that diversity is effective for the organization as well as for current
and future employees of all demographic backgrounds.
A breakdown of current workforce diversity by demographics,

organizational units, and level of employee.
A comparison of hires and losses by demographics, organizational

units and level of employee.
An overview of the diversity and inclusion plan including the

mission, vision, values, goals and steps for implementation.
Specific long-and short-term goals with strategies for actualizing

them, and measures of efficacy.

Use Metrics to Attract Diverse Applicants Require Accountability and Provide Incentives
Metrics and diversity plans are not only useful for evaluating nstitutional barriers to diversification are often systematic,
the existing workforce and identifying next steps. Metrics subtle, and deeply ingrained (Lyness 2002), therefore
can also serve the audience of potential job candidates by increasing diversity and inclusion requires persistent and
conveying the emphasis an organization places on its thoughtful leadership. As John Rice (2012, p. 40) points
diversification and inclusion efforts. During the job-search out, “If no one person or group is responsible for building
process, applicants use peripheral cues or signals to make a diverse senior management pipeline, it’s hard to develop
inferences about unknown organizational characteristics in an an integrated, game-changing strategy.”
effort to assess that organization (Rynes, Bretz and Gerhart
1991). And while signals that indicate an organization is racially While human resources can be beneficial in this regard,
diverse or values diversity, are useful in attracting minority research indicates that line management is more effective at
applicants, they have no impact on non-minorities, making it a owning diversity strategies, and holding managers and other
“win-win for organizations that wish to diversify without turning employees accountable. Thus many organizations maintain
off white applicants” (Avery, Hernandez and Hebl 2004). diversity committees with executive and senior line manager
representation responsible for ensuring diversity related
Messages expressing the desire of an organization to target issues are given attention, communicated down the line, and
specific groups for recruitment due to the value it places on executed (Jayne and Dipboye 2004).
diversity and diverse perspectives are particularly effective
(Avery and McKay 2006). Thus organizations with Research also indicates that incentive structures must
comprehensive diversity plans may showcase them promote cooperation and encourage the formation of
prominently on their website. Likewise, highlighting diversity collegial relationships (Brickson 2000). That is, when the work
efforts through recruiting materials or on the organizational and incentives require cooperation, team membership
website may cause people of color to find an organization more becomes more salient than demographic differences. In
attractive since persons with strong racial identities tend to be contrast, individualistic task designs, incentives, appraisals
more attracted to organizations that make explicit references and compensation systems foster barriers to cooperation and
to their diversity initiatives (Gelfand et al 2007). inhibit team members from appreciating the benefits of the
very diversity goals towards which they are working
(Chatman, Polzer and Barsade 1998). Thus repeatedly
emphasizing the relationship between diversity and the
bottom line, basing part of employee or unit compensation on
reaching goals, continually collecting feedback on
performance (from a variety of stakeholders including
superiors, peers and subordinates), and recognizing
successes are all strongly recommended.

Recognize the Limitations of Diversity Trainings Although evidence of the efficacy of diversity trainings is
sparse, the context and content of these trainings matter
The diversity training industry is estimated to be worth at least (Dobbin and Kalev (2016). We do not know enough from the
$8 billion (Huet 2015). An estimated 43 percent of U.S. small amount of research that does exist to endorse any
organizations report using diversity trainings (Society for particular practice or to encourage dismissing diversity
Human Resource Management 2009) yet empirical research training entirely. Instead, we strongly encourage organizations
indicates they are largely ineffective over the long-term that wish to continue offering diversity trainings to employ
(e.g. Hill and Augoustinos 2001) and sometimes backfire. thorough evaluations using three key criteria:
Specifically, diversity trainings do not significantly affect
individual attitudes towards particular racial or gender 1. E
valuations must use at least three data points. Do not
groups (Kulik and Roberson, 2008). Instead, in the short-term rely on the typical pre-test/post-test designs applied
people learn to respond in the politically correct way to immediately before and immediately after trainings.
questions about bias and, in the long-term, they “forget the By examining effects in the short, interim and long-term,
right answers” and actually report increased hostility towards we increase our ability to understand the speed and
other groups (Dobbin and Kalev (2016). durability of learning outcomes (Kulik and Roberson 2008).
Perhaps most importantly, diversity trainings appear to have 2. U

se objective measures and avoid self-assessments of
limited positive effects on organizational dynamics. For skills. One option is to use instruments based on implicit
example, Dobbin and Kalev (2016) found that trainings had no measures of behaviors and attitudes such an implicit
significant effect on the percent of white female, black male association tests (Bezrukova, Jehn and Spell 2012).
or hispanic managers, and had significant negative impacts
on the percent of black female and asian managers. They 3. Test not only for intent to engage in positive diversity
surmised that it is difficult to “train away stereotypes” and behavior, but the actual behavior itself.
that because white men frequently respond poorly to training,
it can provoke a backlash (Dobbin and Kalev 2007). Indeed, 4. Measure the effects of diversity trainings on diversity
people of color are significantly more likely to transfer the itself. Measuring attitudinal and behavioral changes are
knowledge they gain in trainings to the workplace than are important, but organizations must also identify whether
their white counterparts (Roberson, Kulik and Pepper 2009). diversity trainings actually impact diversity.
As John Rice (2012), founder of Management Leaders for
Tomorrow, pointed out in the Harvard Business Review,
Changing the organizational culture to level the playing field

is important. But culture change happens very slowly — and
usually not at all until new faces have appeared in your
company’s leadership ranks and new perspectives have
begun to reshape its strategies. Your first priority should be to
improve performance and promotion rates in
underrepresented groups. You’ll find that culture change
comes more readily from a critical mass of diverse executives
than from a series of diversity and inclusion seminars or one
high-profile minority hire.

CONCLUSION
Environmental organizations and the search firms with The issue of prioritizing diversity, and the lack of
which they work are in the same position organizations commitment among some organizations to do so, was made
across sectors and industries now find themselves: all the more clear in the benefits of workplace diversity
in a race to adapt to shifting American demographics cited by different actors. Although a high proportion of
or become obsolete. A critical step in doing this is to participants from foundations, NGOs and search firms
diversify their leadership. Yet although this need has agreed on a wide variety of benefits that diversity held for
been driven, in part, by an increasing body of research the environmental sector and also agreed that within
that demonstrates the importance of diversity, there organizations it increased creativity, social responsibility,
is a void in the literature about what organizations are and the appearance of connectedness to communities, far
doing and which practices are effective. This study is fewer believed diversity leads to heightened productivity
one of the few to examine the readiness, recruitment and or a more genuine meritocracy. While it is encouraging that
retention efforts of organizations. key stakeholders see at least some benefits of diversity,
it is essential that they recognize diversity is not only the
While this study is about the environmental sector and right thing to do, but a business necessity. Without having
their practices, the findings are generalizable to many an organizational imperative, it is easy for organizations
other sectors including the broader NGO sector, as well to falter in their commitment.
as a variety of for-profit industries and government offices
that are working to diversify. As people of color become On the bright side, 53 and 44 percent of NGOs and
the majority in communities across the United States, foundations had implemented diversity committees,
successful organizations will need to engage diverse 40 and 38 percent had adopted diversity plans, and 26
constituencies or consumer bases, employ a more diverse and 13 percent had hired a diversity manager — three
workforce, and hold themselves accountable to of the most effective diversity practices available when
increasingly diverse donor bases or shareholders in order executed carefully, with forethought and frequent reviews.
to maintain and grow their operations. By studying Yet given the lack of belief that diversity affects the
environmental organizations, a sector that is regarded bottom line, it comes as no surprise that while most NGOs
as socially progressive and whose work is considered had at least one diversity initiative related to readiness,
altruistic, we have a chance to examine what transpires recruitment or retention, none were tied to any sort of
within a context in which diversity is ideologically organizational audit, nor had any organizations
consistent with organizational norms, but has not been conducted an evaluation of the efficacy of such programs.
achieved. Additional barriers may well exist in the 3Rs This is not a problem limited to the environmental
within fields that have not, at least outwardly expressed advocacy sector, but it is one that is limited to diversity.
diversity as a priority, but those areas are fast becoming
a minority. We began this study by asking participants to
define diversity — an important first step in identifying
the [leaks and blockages] to changing the racial
composition of environmental NGOs and foundations.
However, many of the CEOs in our sample could not recall
whether their organization had a definition of diversity or
provide one on their own. Yet without a working definition
of diversity, it is difficult for organizations to plan for and
implement initiatives to diversify. That is, it is hard to
operationalize something for which a clear concept is
lacking; at the least, it makes it difficult to come to a
consensus about what can and should be done. Search
firm consultants, on the other hand, often had had very
clear definitions of diversity, but as we found in Diversity
Derailed, if search firms do not push their clients, NGOs
and foundations frequently falter in their commitment to
prioritize diversity.

The Bottom Line
In order for organizations to properly implement a 3R strategy,
diversity requires a consistent commitment and engagement
from top leadership. First, this requires a commitment to
integrating diversity into the structure, mission, and work
of the organization. It must be seen as a valuable resource
(Ely and Thomas 2001) for individuals, teams, and the
organizational bottom line rather than only another initiative
for social equality. Leadership must convey strong support
for this framing in order to emphasize its importance and hold
others accountable. A clear indicator of such commitment is
to diversify the leadership itself (Jayne and Dipobye 2004).
Search firms can assist in doing this by encouraging the
organizations that hire them to maintain diversity as a priority
in their leadership hires, as discussed in Diversity Derailed,
and by recommending the establishment of strong readiness
and retention programs to support the diversity they build.
Although we have laid out a series of best practices in this

report, is it essential to remember that diversity strategies
and initiatives must be tailored to individual organizations.
This means not only reviewing and potentially revising the
mission of the organization to incorporate diversity, but also
collecting metrics to assess organizational needs prior to
devising goals and creating policies or programming to reach
them. Developing robust metrics for evaluating the efficacy
of diversity programming enables organizations to identify
progress and improve initiatives.
Notwithstanding the challenges to building and maintaining

a diverse leadership, real and perceived, there is a clear
interest in doing so. The few diversity initiatives that are in
place in some of the organizations that participated in this
research are either quite new or have only recently been
reanimated, so it is not possible to assess their effectiveness.
However, we are encouraged by the considerable interest
participating organizations expressed in this report and
have sought to provide empirically tested best practices
and recommendations that they can utilize in building their
3R practices in the future.

APPENDIX A: STUDY METHODOLOGY
This report is based on the findings obtained from a study of Study Design
the practices employed by major environmental NGOs and
foundations as well as the executive search firms they employ The study has two complementary components: a semi-
in an effort to diversify their senior staff. structured, in-depth interview administered to 36 individuals,
and an online survey (derived from closed-ended questions in
the interview schedule) collected from 49 additional participants.
Sample Frame The interviews, the primary component of this research design,
allow us to delve into the whys and hows of the readiness,
The 85 participants that took part in this research came from a
recruitment and retention practices, while the survey provided
convenience sample of three types of organizations:
an opportunity to identify quantitative trends. Interviews and
surveys took place over the course of four months, between
• Major U.S.-based environmental advocacy organizations
September and December of 2015.
(i.e. members of the Green Group — an alliance of
approximately 36 of the nation’s largest environmental
organizations) — as well as environmental organizations that Interviews
were recognized by the Foundation Center as having been
among the top 40 NGOs that received the most foundation The interviews, which lasted approximately 75 minutes each,
funding in 2012. were semi-structured such that each participant was asked a
series of open-ended and closed-ended questions, but were
• Foundations that are significant grant makers to environmental provided the opportunity to discuss any other topics they
advocacy organizations (i.e. those listed among the top 50 believed are relevant. This allowed the researcher to explore new
foundations awarding the largest dollar value in grants to topics that arose during the interviews and to follow up on
environmental organizations in 2012 according to the compelling responses. Interviews with participants in the DC
Foundation Center). Metro Area primarily took place at participants’ offices, while the
majority of other interviews took place via videoconference and
• Executive search firms which Green Group CEOs identified as a small number were completed over the telephone.
having been used frequently by environmental advocacy
organizations in the recent past.
Surveys
Within these organizations, we sampled three different types of The online surveys were derived from closed-ended questions
actors: CEOs from environmental organizations and foundations; asked during the interviews. Survey data was collected through
human resources directors and chief operating officers from an online survey administered on surveymonkey.com that allowed
environmental organizations and foundations; and principal the researcher to apply skip logic to questions and administer an
consultants or practice leaders at executive search firms. electronic consent form through WuFoo, an online affiliate. All
interview participants were asked the same closed-ended
questions that appeared in the survey and their answers were
entered into the survey database by the interviewer.

Recruitment Data Management And Analysis
Solicitations for interview participants were made through All respondents were assigned a unique identifying number,
tailored form letters sent to the CEOs, HR managers and a small and their first and last names, as well as their organizational
number of COOs of environmental advocacy organizations and affiliations were removed from the files used for analysis. A
foundations, as well as to the environmental or non-profit separate key file containing IDs and names was encrypted
practice managers of executive search firms. Individuals were and stored on a flash drive locked in the principal
provided with a scheduling link that allowed them to select the investigator’s office.
date and time of their interview as well as designate whether it
would be conducted in-person on online. Individuals who elected All recorded audio interviews5 were transcribed; only the
to participate in a video or telephone interview were unique ID number of interview subjects appeared on the
automatically provided with an electronic consent form. As transcripts or any related files used for qualitative analysis.
displayed in Figure A we received a high rate of participation for Transcripts and related files were kept on the principal
both surveys and interviews. Of the 23 NGO, 23 foundation and investigator’s computer and were protected using an
19 search firm executives contacted for an interview, 74, 39, and encrypted password that only the PI knew.
52 percent respectively participated. This yielded 36 interviews.
The primary method used to analyze interviews was constant
Individuals who were solicited for an interview but were unable comparative analysis. This technique, developed by Glaser and
or unwilling to participate in this lengthier part of the study were Strauss (1967), is one of the most commonly used qualitative
invited to participate in an online survey that took approximately techniques available. The strategy involves taking one piece of
20 minutes to complete. This was augmented by requests to data (e.g. one interview or journal entry) and comparing it with
additional individuals from the sampling frame. A total of 83 all others from the same and then different groups in order to
NGO, 30 foundation and 16 search firm executives were invited identify patterns and develop theories about the relationships
to participate in the survey. This resulted in 49 survey between various pieces of data (Tesch 1990).
participants and a response rate of 40, 23 and 44 percent of
NGO, foundation and search firm representatives respectively. The survey data was protected on Survey Monkey using a
The email requests for participation contained a direct link that Secure Sockets Layer (SSL) protocol that encrypts data
allowed those who wished to participate to access the survey transmitted and collected when subjects take a survey. Once
and electronic consent form. all subjects completed the surveys (and the PI had entered
survey responses for interview participants), the data was
imported into STATA where it was cleaned, coded and
FIGURE A: PARTICIPATION RATES BY
analyzed. Because of the exploratory nature of the research
ORGANIZATIONAL TYPE AND INSTRUMENT
and due to the relatively small sample size (N=85) only basic
Interviews Surveys descriptive analysis was used.
100
90
80
70
60
50
40
30
20
10
0
NGOs Grantmakers Search Firms

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Beyond Diversity:
A ROADMAP TO BUILDING
AN INCLUSIVE ORGANIZATION
A REPORT BY MAYA A . BEASLEY, Ph.D.

w w w.DiverseGreen.org
Beyond Diversity:
A ROADMAP TO BUILDING
AN INCLUSIVE ORGANIZATION
PREPARED FOR GREEN 2.0 | MAY 2017

www.diversegreen.org
Support for this report was provided by: The William and Flora Hewlett Foundation,
The Kresge Foundation, Pisces Foundation and The David & Lucile Packard Foundation

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Beyond

A ROADMAP A Report by Maya A. Beasley, Ph.D.

Associate Professor of Sociology,

TO BUILDING University of Connecticut

A R E P O RT BY MAYA A . B EAS LEY, PH . D.

Many thanks to all of those who par ticipated in

EXECUTIVE SUMMARY. . .............................................................................................. 2

A REVIEW OF PRIOR RESEARCH................................................................................. 7

INTERVIEW AND SURVEY RESULTS.............................................................................. 8

BEST PRACTICES FOR DIVERSITY AND INCLUSION. . ..................................................... 18

APPENDIX A: STUDY METHODOLOGY.......................................................................... 26

REFERENCES & FOOTNOTES....................................................................................... 28

BEYON D DIVERS IT Y PAGE 1 MAYA A . BEASLEY, PH . D.

The increasingly diverse demographics of the United States

BEYON D DIVERS IT Y PAGE 2 MAYA A . BEASLEY, PH . D.

• attack environmental problems from multiple perspectives;

• increase focus on environmental justice;

• help brand the movement by making it appear more

• increase support for the movement by widening its constituents.

Participants were also asked about the challenges of diversity

BEYON D DIVERS IT Y PAGE 3 MAYA A . BEASLEY, PH . D.

3. Emphasis recruiting and ensure that the slate of candidates

4. Measure diversity goals comprehensively.

BEYON D DIVERS IT Y PAGE 4 MAYA A . BEASLEY, PH . D.

• Integrate diversity into the structure, mission and

• Require accountability: Executive and senior management

• Provide incentives: Incentive structures that require

• Establish a diversity committee or manager: Diversity

• Develop a comprehensive plan with evaluation:

• Employ metrics to identify organizational needs: Metrics

• Use metrics to attract diverse applicants: Metrics convey

• Recognize limitations of diversity training: The small body

BEYON D DIVERS IT Y PAGE 5 MAYA A . BEASLEY, PH . D.

America’s demographics are changing. By 2043, there will be no racial/ethnic group

Prior research on lack of organizational diversity has focused primarily on the

BEYON D DIVERS IT Y PAGE 6 MAYA A . BEASLEY, PH . D.

The Importance of Diversity

Research demonstrates that diverse leadership is associated

The advantages to employees of working in a diverse

BEYON D DIVERS IT Y PAGE 7 MAYA A . BEASLEY, PH . D.

The Importance of Defining Diversity

BEYON D DIVERS IT Y PAGE 8 MAYA A . BEASLEY, PH . D.

BEYON D DIVERS IT Y PAGE 9 MAYA A . BEASLEY, PH . D.

I think there are always challenges, right? It’s one

BEYON D DIVERS IT Y PAGE 10 MAYA A . BEASLEY, PH . D.

FIGURE 3: REPORTED CHALLENGES OF DIVERSITY TO ORGANIZATIONS Foundation NGO Search Firm

These responses provide some insight into the reluctance some

The bridge of moving from intention to action is one

BEYON D DIVERS IT Y PAGE 11 MAYA A . BEASLEY, PH . D.

It’s going to essentially be a sort of monitoring com-

Surprisingly, several CEOs — organizational leaders who are

BEYON D DIVERS IT Y PAGE 12 MAYA A . BEASLEY, PH . D.

BEYON D DIVERS IT Y PAGE 13 MAYA A . BEASLEY, PH . D.

BEYON D DIVERS IT Y PAGE 14 MAYA A . BEASLEY, PH . D.

As of 2015, very little of what diversity managers did was

BEYON D DIVERS IT Y PAGE 15 MAYA A . BEASLEY, PH . D.

This year, we are going to use a recommendation of

In this case, it seems the diversity task force had a clear

BEYON D DIVERS IT Y PAGE 16 MAYA A . BEASLEY, PH . D.

Despite the general recognition within the business world that

We don’t have a formal mentoring program. And we

BEYON D DIVERS IT Y PAGE 17 MAYA A . BEASLEY, PH . D.

• help brand the movement by making it appear more

3. Emphasis recruiting and ensure that the slate of candidates

4. Measure diversity goals comprehensively.

• Integrate diversity into the structure, mission and

• Require accountability: Executive and senior management

• Provide incentives: Incentive structures that require

• Establish a diversity committee or manager: Diversity

• Develop a comprehensive plan with evaluation:

• Employ metrics to identify organizational needs: Metrics

• Use metrics to attract diverse applicants: Metrics convey

• Recognize limitations of diversity training: The small body

Organizational Needs a. Inputs (e.g. the number of events sponsored,